Chapters 1, 2 And 7

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  • 1/88 Questions

    Today, the basic management functions have been condensed to ________.

    • Planning, organizing, commanding, and coordinating
    • Planning, organizing, leading, and controlling
    • Planning, organizing, coordinating, and controlling
    • Planning, organizing, commanding, and controlling
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Chapters 1, 2 And 7 - Quiz
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  • 2. 

    The process of monitoring, comparing, and correcting is called ________.

    • Controlling

    • Leading

    • Organizing

    • Planning

    Correct Answer
    A. Controlling
    Explanation
    Controlling refers to the process of monitoring, comparing, and correcting the performance of individuals or groups to ensure that goals are being achieved. It involves setting standards, measuring performance against those standards, identifying deviations, and taking corrective actions when necessary. Controlling helps to ensure that plans and objectives are being followed and that resources are being used effectively and efficiently. It is an essential function of management that helps to maintain organizational effectiveness and achieve desired outcomes.

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  • 3. 

    Supervisor is another name for which of the following

    • Team leader

    • First-line manager

    • Middle manager

    • Top manager

    Correct Answer
    A. First-line manager
    Explanation
    A supervisor is commonly referred to as a first-line manager. This role is responsible for overseeing a team or department and ensuring that tasks are completed efficiently and effectively. They are the direct point of contact for employees and are responsible for providing guidance, support, and feedback. Supervisors typically have a hands-on approach and are involved in day-to-day operations. They play a crucial role in managing and coordinating the work of their team to achieve organizational goals.

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  • 4. 

    In successful organizations, ________.

    • High efficiency and high accessability go hand in hand

    • High efficiency and high effectiveness go hand in hand

    • High efficiency and high effervescence go hand in hand

    • High efficiency and high equanimity go hand in hand

    Correct Answer
    A. High efficiency and high effectiveness go hand in hand
    Explanation
    In successful organizations, high efficiency and high effectiveness go hand in hand. This means that in order for an organization to be successful, it needs to be both efficient in its operations and effective in achieving its goals. Efficiency refers to the ability to accomplish tasks quickly and with minimal waste, while effectiveness refers to the ability to achieve desired outcomes. When an organization is both efficient and effective, it can maximize its resources and achieve its objectives in the most optimal way.

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  • 5. 

    ________ have titles such as executive vice president, chief operating officer, and chief executive officer

    • First-line managers

    • Team leaders

    • Top managers

    • Middle managers

    Correct Answer
    A. Top managers
    Explanation
    Top managers have titles such as executive vice president, chief operating officer, and chief executive officer. These individuals are responsible for making strategic decisions and setting organizational goals. They have a broad scope of authority and oversee the entire organization or a significant department within it. Top managers are responsible for ensuring the organization's overall success and are accountable to the board of directors or shareholders. They play a crucial role in shaping the company's vision, mission, and long-term strategy.

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  • 6. 

    Wasting resources is considered to be an example of ________.

    • Inefficacy

    • Inefficiency

    • Ineffectiveness

    • Ineffableness

    Correct Answer
    A. Inefficiency
    Explanation
    Wasting resources refers to using resources in an inefficient or ineffective manner, which means not achieving the desired results with the available resources. Therefore, the correct answer is inefficiency.

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  • 7. 

    Managers with titles such as regional manager, project leader, or division manager are ________.

    • Middle managers

    • production managers

    • First-line managers

    • Top managers

    Correct Answer
    A. Middle managers
    Explanation
    Managers with titles such as regional manager, project leader, or division manager are classified as middle managers. Middle managers are responsible for overseeing specific departments or divisions within an organization. They bridge the gap between top-level executives and front-line employees, ensuring that organizational goals are met and that operations run smoothly within their designated areas of responsibility. Middle managers play a crucial role in implementing and executing strategies, coordinating and supervising teams, and facilitating communication between different levels of management.

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  • 8. 

    A series of eight steps that begins with identifying a problem and concludes with evaluating a decision's effectiveness is known as ________.

    • Decision support theory

    • The decision-making process

    • A decision information system

    • A decision-tree analysis

    Correct Answer
    A. The decision-making process
    Explanation
    The correct answer is the decision-making process. The decision-making process involves a series of steps starting from identifying a problem, gathering information, analyzing alternatives, making a decision, implementing the decision, and evaluating its effectiveness. This process helps individuals and organizations make informed and effective decisions.

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  • 9. 

    The ________ roles involve collecting, receiving, and disseminating information, according to Mintzberg's managerial roles.

    • Technical

    • Informational

    • Decisional

    • Interpersonal

    Correct Answer
    A. Informational
    Explanation
    According to Mintzberg's managerial roles, the informational roles involve collecting, receiving, and disseminating information. These roles focus on gathering and sharing information both internally and externally to aid in decision-making and problem-solving. This includes monitoring and scanning the environment for relevant data, acting as a spokesperson for the organization, and sharing information with subordinates, peers, and external stakeholders. Therefore, the correct answer is "informational".

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  • 10. 

    Whereas ________ is concerned with the means of getting things done, ________ is concerned with the ends, or attainment of organizational goals.

    • Effectiveness; effability

    • Efficiency; effectiveness

    • Efficiency; experience

    • Effectiveness; efficiency

    Correct Answer
    A. Efficiency; effectiveness
    Explanation
    Efficiency refers to the process of achieving maximum output with minimum input or resources. It focuses on how well resources are utilized to accomplish tasks. On the other hand, effectiveness is about achieving the desired results or goals. It emphasizes the outcome or the end result of the activities. In this context, efficiency is concerned with the means of getting things done, while effectiveness is concerned with the ends or attainment of organizational goals.

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  • 11. 

    Establishing strategies for achieving organizational goals is a part of the ________ function.

    • Leading

    • Planning

    • Organizing

    • Coordinating

    Correct Answer
    A. Planning
    Explanation
    Establishing strategies for achieving organizational goals is a key aspect of the planning function. Planning involves setting objectives, identifying actions to achieve those objectives, and developing strategies to guide the organization towards its goals. By determining the best course of action and outlining the steps needed to reach the desired outcomes, planning helps in aligning resources, coordinating activities, and making informed decisions. Therefore, planning is the correct answer as it encompasses the process of developing strategies to achieve organizational goals.

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  • 12. 

    ________ are responsible for making organization-wide decisions and establishing the plans and goals that affect the entire organization.

    • Research managers

    • Production managers

    • Top managers

    • First-line managers

    Correct Answer
    A. Top managers
    Explanation
    Top managers are responsible for making organization-wide decisions and establishing the plans and goals that affect the entire organization. They are at the highest level of management and have the authority to make strategic decisions that shape the direction of the company. They set the overall vision and mission of the organization, determine the long-term goals, and allocate resources accordingly. Top managers also play a crucial role in creating and maintaining the organizational culture and ensuring that the organization is aligned with its external environment. They are accountable for the overall performance and success of the organization.

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  • 13. 

    Which of the following statements regarding managers in today's world is accurate?

    • They can be found exclusively in for-profit organizations.

    • They are found only in large corporations.

    • The single most important variable in employee productivity and loyalty is the quality of the relationship between employees and their direct supervisors.

    • Their age range is limited to between 30 and 65 years.

    Correct Answer
    A. The single most important variable in employee productivity and loyalty is the quality of the relationship between employees and their direct supervisors.
  • 14. 

    Internal constraints that influence managers' decisions and actions come from ________.

    • The attitudes of customers

    • The culture of the organization

    • The prevailing political conditions

    • The fluctuations in the stock market

    Correct Answer
    A. The culture of the organization
    Explanation
    Managers' decisions and actions are influenced by the internal constraints that come from the culture of the organization. The culture of an organization encompasses its values, beliefs, norms, and practices, which shape the behavior and decision-making of its members. Managers are influenced by the organizational culture in terms of the expectations, norms, and values that guide their decision-making processes. The culture of an organization can impact various aspects such as communication patterns, decision-making styles, and the overall approach to problem-solving. Therefore, managers' decisions and actions are influenced by the internal constraints that arise from the culture of the organization.

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  • 15. 

    Motivating subordinates is primarily associated with the management function of ________.

    • Controlling

    • Leading

    • Organizing

    • Planning

    Correct Answer
    A. Leading
    Explanation
    Motivating subordinates is primarily associated with the management function of leading. This is because leading involves guiding and influencing employees towards achieving organizational goals, which includes inspiring and encouraging them to perform at their best. Motivation plays a crucial role in leading as it helps managers inspire and energize their subordinates, boosting their morale and productivity. By effectively leading and motivating their team members, managers can create a positive work environment and drive the achievement of organizational objectives.

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  • 16. 

    The omnipotent view of management states that ________.

    • Managers' roles are peripheral and staff manage their own areas of the business

    • Managers should allow employees to take part in decision-making

    • Managers are directly responsible for an organization's success or failure

    • Managers have little or no responsibility for an organization's success or failure

    Correct Answer
    A. Managers are directly responsible for an organization's success or failure
    Explanation
    The omnipotent view of management states that managers are directly responsible for an organization's success or failure. This perspective suggests that managers have the power and control to make decisions and influence the outcomes of the organization. They are seen as the ones who have the ultimate authority and are held accountable for the results achieved by the organization. This view emphasizes the importance of managerial actions and their impact on the overall performance and effectiveness of the organization.

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  • 17. 

    An individual who works with and through other people by coordinating their work activities in order to accomplish organizational goals is ________.

    • An assembly line worker

    • A laborer

    • A salesperson

    • A manager

    Correct Answer
    A. A manager
    Explanation
    A manager is an individual who works with and through other people by coordinating their work activities in order to accomplish organizational goals. Managers are responsible for planning, organizing, leading, and controlling the resources of an organization to achieve its objectives. They oversee and guide the work of their subordinates, making decisions, allocating resources, and providing guidance and support. Their role involves setting goals, monitoring progress, and ensuring that tasks are completed efficiently and effectively. Managers play a crucial role in achieving the goals of an organization by utilizing the skills and efforts of their team members.

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  • 18. 

    Which of the following environments is characterized by the highest level of environmental uncertainty?

    • A dynamic and simple environment

    • A dynamic and complex environment

    • A stable and complex environment

    • A stable and simple environment

    Correct Answer
    A. A dynamic and complex environment
    Explanation
    A dynamic and complex environment is characterized by the highest level of environmental uncertainty because it is constantly changing and unpredictable. In such an environment, there are multiple factors and variables at play, making it difficult to anticipate and plan for future events. This level of uncertainty requires organizations to be flexible, adaptive, and responsive in order to survive and thrive.

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  • 19. 

    It is assumed that a rational decision maker ________.

    • Is unaware of all the possible alternatives and consequences

    • Is fully objective and logical

    • Is limited by his or her ability to process information

    • Faces unclear and ambiguous problems

    Correct Answer
    A. Is fully objective and logical
    Explanation
    A rational decision maker is assumed to be fully objective and logical because rationality implies making decisions based on reason and evidence rather than emotions or biases. Being fully objective means that the decision maker can separate personal preferences and biases from the decision-making process, allowing them to make decisions based solely on facts and logical reasoning. Being logical means that the decision maker follows a systematic and rational approach, considering all available information and evaluating the potential outcomes and consequences before making a decision.

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  • 20. 

    In intuitive decision making, managers ________.

    • Use data from their subconscious mind to help make their decisions

    • Do not depend on their past experiences to make decisions

    • Use available evidence to improve their decision making skills

    • Often tend to ignore their feelings or emotions

    Correct Answer
    A. Use data from their subconscious mind to help make their decisions
    Explanation
    In intuitive decision making, managers rely on data from their subconscious mind to help make their decisions. This means that they tap into their instincts, gut feelings, and unconscious knowledge to guide their decision-making process. They may not always be consciously aware of the specific information or reasoning behind their decisions, but they trust their intuition to lead them in the right direction. This approach allows managers to make quick decisions based on their innate understanding and expertise, rather than solely relying on rational analysis or past experiences.

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  • 21. 

    Intuitive decision making ________.

    • Use data from their subconscious mind to help make their decisions

    • Do not depend on their past experiences to make decisions

    • Use available evidence to improve their decision making skills

    • Often tend to ignore their feelings or emotions

    Correct Answer
    A. Use data from their subconscious mind to help make their decisions
    Explanation
    Intuitive decision making involves using data from the subconscious mind to help make decisions. This means that individuals rely on their instincts, gut feelings, and intuition to guide their decision-making process, rather than solely relying on conscious reasoning or past experiences. By tapping into their subconscious mind, individuals can access a wealth of information and insights that may not be immediately apparent or accessible through conscious thought. This allows for quick and instinctive decision making, often resulting in successful outcomes.

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  • 22. 

    ________ developed a categorization scheme for defining what managers do, consisting of 10 different but highly interrelated roles.

    • Henri Fayol

    • Abraham Maslow

    • Peter Drucker

    • Henry Mintzberg

    Correct Answer
    A. Henry Mintzberg
    Explanation
    Henry Mintzberg developed a categorization scheme for defining what managers do, consisting of 10 different but highly interrelated roles. This scheme, known as Mintzberg's managerial roles, includes roles such as interpersonal roles (figurehead, leader, and liaison), informational roles (monitor, disseminator, and spokesperson), and decisional roles (entrepreneur, disturbance handler, resource allocator, and negotiator). Mintzberg's work has been influential in understanding the various responsibilities and activities of managers in organizations.

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  • 23. 

    Which of the following is an example of a decisional role according to Mintzberg?

    • Entrepreneur

    • Figurehead

    • Monitor

    • Disseminator

    Correct Answer
    A. Entrepreneur
    Explanation
    An entrepreneur is an example of a decisional role according to Mintzberg. Decisional roles involve making choices and taking actions that have a significant impact on the organization. Entrepreneurs are responsible for initiating and driving change within the organization. They identify opportunities, take risks, and make decisions that can shape the future of the organization. This role requires creativity, innovation, and a willingness to take calculated risks in order to achieve organizational goals.

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  • 24. 

    Effectiveness is associated with ________.

    • Decreasing production time

    • Doing things right

    • Reducing inventory

    • Doing the right things

    Correct Answer
    A. Doing the right things
    Explanation
    Effectiveness is associated with "doing the right things" because it refers to the ability to achieve desired results or objectives. By focusing on doing the right things, individuals or organizations can prioritize their actions and make sure they are working towards the most important goals. This can lead to increased productivity, efficiency, and overall success.

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  • 25. 

    Which of the following groups includes individuals who were born between the years 1946-1964?

    • Post-Millenials

    • The Silent Generation

    • The Baby Boomers

    • The Gen Y-ers

    Correct Answer
    A. The Baby Boomers
    Explanation
    The correct answer is the Baby Boomers. This group includes individuals who were born between the years 1946-1964. The term "Baby Boomers" refers to the increase in birth rates following World War II, and this generation is known for their significant impact on society and culture during the post-war period.

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  • 26. 

    If the components in an organization's environment exhibit minimal change, such an environment is said to be ________.

    • Dynamic

    • Volatile

    • Stable

    • Active

    Correct Answer
    A. Stable
    Explanation
    If the components in an organization's environment exhibit minimal change, such an environment is said to be stable. In a stable environment, there is little fluctuation or disruption, allowing the organization to operate consistently and predictably. This stability provides a sense of security and reliability, enabling the organization to focus on its goals and objectives without constantly adapting to external changes.

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  • 27. 

    After identifying a problem, the next step in the decision-making process is ________.

    • Allocating weights to decision criteria

    • Identifying decision criteria

    • Analyzing alternatives

    • Developing alternatives

    Correct Answer
    A. Identifying decision criteria
    Explanation
    The next step in the decision-making process after identifying a problem is to identify decision criteria. This involves determining the factors or standards that will be used to evaluate and compare different alternatives. By clearly defining the decision criteria, it becomes easier to analyze and assess the available options in order to make an informed decision.

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  • 28. 

    A ________ is an example of a first-line manager.

    • Store manager

    • Regional manager

    • Division manager

    • Shift manager

    Correct Answer
    A. Shift manager
    Explanation
    A shift manager is an example of a first-line manager because they are responsible for overseeing the day-to-day operations and activities of a specific shift or team within an organization. They directly supervise employees, ensure that tasks are completed efficiently, and address any issues or concerns that may arise during their shift. While store managers, regional managers, and division managers may also have managerial responsibilities, they typically operate at higher levels within the organization and have broader areas of responsibility.

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  • 29. 

    The soccer league in England is notorious for the number of team managers fired over the course of a single season, which stands at no fewer than eight managers on average, owing to poor team form and consequently, poor results. It is evident from this information that the league endorses a(n) ________ view of management.

    • Omnipotent

    • Symbolic

    • Democratic

    • Laissez-faire

    Correct Answer
    A. Omnipotent
    Explanation
    The correct answer for this question is "omnipotent." This is because the passage states that the soccer league in England fires a high number of team managers due to poor team form and results. This suggests that the league believes that the managers have the power and control to influence the team's performance and ultimately, their job security. Therefore, the league endorses an omnipotent view of management, where managers are seen as having significant authority and responsibility for the team's success or failure.

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  • 30. 

    An automobile manufacturer increased the total number of cars produced keeping the production cost the same. The manufacturer ________.

    • Increased its effectiveness

    • Increased its efficiency

    • Increased its equity

    • Increased its effability

    Correct Answer
    A. Increased its efficiency
    Explanation
    Increasing the total number of cars produced while keeping the production cost the same indicates that the manufacturer has become more efficient. Efficiency refers to maximizing output while minimizing input or resources used. In this case, the manufacturer has been able to produce more cars without incurring additional costs, which suggests an improvement in their production process and utilization of resources.

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  • 31. 

    Which of the following is NOT an example of an interpersonal role according to Mintzberg?

    • Figurehead

    • Spokesperson

    • Leader

    • Liaison

    Correct Answer
    A. Spokesperson
    Explanation
    According to Mintzberg, an interpersonal role refers to the activities that involve interactions with people. The figurehead, leader, and liaison roles all involve direct interactions with others. However, the spokesperson role is not an example of an interpersonal role as it primarily involves representing the organization to external parties, such as the media or the public. This role focuses more on communication and conveying information rather than direct interpersonal interactions.

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  • 32. 

    The ________ component of an organization's external environment is concerned with trends in population characteristics such as age, race, gender, education level, geographic location, income, and family composition.

    • Sociocultural

    • Demographic

    • Political

    • Economic

    Correct Answer
    A. Demographic
    Explanation
    The correct answer is demographic. The demographic component of an organization's external environment refers to the trends and characteristics of the population that can impact the organization's operations and strategies. This includes factors such as age, race, gender, education level, geographic location, income, and family composition. Understanding these demographic trends can help organizations tailor their products, services, and marketing strategies to meet the needs and preferences of their target demographic.

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  • 33. 

    When managers make decisions that are rational but limited by their ability to process the information, they are following the concept of ________.

    • Bounded rationality

    • Intuitive decision making

    • Cognitive decision making

    • Escalation of commitment

    Correct Answer
    A. Bounded rationality
    Explanation
    Bounded rationality refers to the concept that managers make decisions that are rational but limited by their ability to process information. This means that managers may not have access to all the necessary information or may not have the cognitive capacity to fully analyze and evaluate all available options. As a result, their decision-making process is bounded or limited, leading to decisions that may not be optimal but are still rational given the constraints. Intuitive decision making, cognitive decision making, and escalation of commitment do not specifically address the concept of limited information processing in decision making.

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  • 34. 

    ________ are straightforward, familiar, and easily defined.

    • Nonprogrammed problems

    • Structured problems

    • Organic problems

    • Analogous problems

    Correct Answer
    A. Structured problems
    Explanation
    Structured problems are straightforward, familiar, and easily defined. These problems have clear and well-defined goals, and the steps to solve them are known in advance. They usually have a single correct solution and can be solved using established procedures or algorithms. Structured problems are often repetitive and routine, allowing for efficient and systematic problem-solving.

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  • 35. 

    Organizing includes ________.

    • Determining who does what tasks

    • Motivating organizational members

    • Hiring organizational members

    • Setting organizational goals

    Correct Answer
    A. Determining who does what tasks
    Explanation
    Organizing refers to the process of arranging and structuring tasks, roles, and responsibilities within an organization. It involves determining who will be responsible for specific tasks and allocating them accordingly. This ensures that each member of the organization knows their role and what is expected of them. By determining who does what tasks, the organization can effectively coordinate and streamline its operations, leading to increased efficiency and productivity.

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  • 36. 

    According to Mintzberg's managerial roles, the ________ roles are ones that involve people and other duties that are ceremonial and symbolic in nature.

    • Technical

    • Informational

    • Decisional

    • Interpersonal

    Correct Answer
    A. Interpersonal
    Explanation
    According to Mintzberg's managerial roles, the interpersonal roles are ones that involve people and other duties that are ceremonial and symbolic in nature. These roles focus on building and maintaining relationships with individuals both inside and outside the organization. Managers in interpersonal roles act as figureheads, representing the organization and its values, and they also serve as leaders who motivate and inspire their team members. Additionally, they act as liaisons, facilitating communication and collaboration between different individuals and groups.

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  • 37. 

    Which of the following represents the two views of managerial impact on the success or failure of the organization?

    • Omnipotent and symbolic

    • Omnipotent and reflective

    • Reflective and interactive

    • Symbolic and interactive

    Correct Answer
    A. Omnipotent and symbolic
    Explanation
    The two views of managerial impact on the success or failure of the organization are omnipotent and symbolic. The omnipotent view suggests that managers have complete control and are solely responsible for the outcomes of the organization. On the other hand, the symbolic view argues that managers have limited control and that external factors such as the economy and industry conditions play a significant role in determining the success or failure of the organization.

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  • 38. 

    Which of the following is NOT true about the environmental complexity of an organization?

    • It depends on the knowledge an organization has about the components of its environment.

    • Complexity decreases as the number of regulatory agencies increases.

    • It is measured in terms of the knowledge an organization needs about its environment.

    • Environmental complexity increases as the number of competitors increases.

    Correct Answer
    A. Complexity decreases as the number of regulatory agencies increases.
    Explanation
    The correct answer is "Complexity decreases as the number of regulatory agencies increases." This statement is not true because the number of regulatory agencies does not determine the complexity of an organization's environment. Environmental complexity is determined by the knowledge and understanding an organization has about the components of its environment. The more knowledge an organization needs about its environment, the higher the complexity. The number of competitors can also contribute to environmental complexity as it increases competition and the need for adaptation.

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  • 39. 

    Which of the following statements is true concerning problem identification?

    • Effectively identifying problems is not easy.

    • Generally, what is a problem for one manager is a problem for all other managers

    • A symptom and a problem are one and the same.

    • Problems are generally obvious.

    Correct Answer
    A. Effectively identifying problems is not easy.
    Explanation
    Effectively identifying problems is not easy. This statement is true because problem identification requires critical thinking, analysis, and a deep understanding of the situation. It is not a simple task and often requires gathering information, considering different perspectives, and evaluating potential causes and effects. It is also important to differentiate between symptoms and the underlying problems, which can further complicate the identification process. Overall, problem identification is a complex and challenging task that requires careful consideration and analysis.

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  • 40. 

    In the decision-making process, after allocating weights to the decision criteria, the decision-maker must then _________.

    • Allocate weights to each alternative that could resolve the problem

    • List viable alternatives that could resolve the problem

    • Rate all alternatives that could solve the problem using the decision criteria

    • Evaluate each alternative that could resolve the problem

    Correct Answer
    A. List viable alternatives that could resolve the problem
    Explanation
    After allocating weights to the decision criteria, the decision-maker must then list viable alternatives that could resolve the problem. This step involves brainstorming and identifying different possible solutions or courses of action that could address the problem at hand. It is an important part of the decision-making process as it allows the decision-maker to consider multiple options and evaluate their potential effectiveness before making a final decision.

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  • 41. 

    The final step in the decision-making process is to ________.

    • Evaluate the outcome of the decision

    • Analyze the process of allocating weights to the decision criteria

    • Implement the chosen alternative

    • Determine the criteria for the next decision

    Correct Answer
    A. Evaluate the outcome of the decision
    Explanation
    The final step in the decision-making process is to evaluate the outcome of the decision. This involves assessing the results and consequences of the chosen alternative and determining whether it has achieved the desired objectives. By evaluating the outcome, individuals or organizations can learn from their decisions and make improvements in future decision-making processes. It allows for reflection and adjustment, ensuring that future decisions are based on the lessons learned from past experiences.

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  • 42. 

    ________ results in a solution that is considered "good enough."

    • Linear thinking

    • Escalating

    • Intuition

    • Satisficing

    Correct Answer
    A. Satisficing
    Explanation
    Satisficing refers to the process of making a decision or finding a solution that is satisfactory or good enough, rather than striving for the best or optimal outcome. It involves accepting a solution that meets the minimum requirements or criteria, without necessarily exploring all possible alternatives. Satisficing is often used in situations where time, resources, or information are limited, and finding the best possible solution is not feasible.

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  • 43. 

    A(n) ________ decision is a repetitive decision that can be handled by a routine approach.

    • Programmed

    • Organic

    • Nonprogrammed

    • Nonlinear

    Correct Answer
    A. Programmed
    Explanation
    A programmed decision refers to a repetitive decision that can be handled by a routine approach. This means that there is a predetermined set of steps or guidelines that can be followed to make the decision, based on previous experiences or established rules. This type of decision does not require much creativity or analysis, as the solution is already known and can be easily implemented.

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  • 44. 

    Which of the following is an example of an efficient manufacturing technique?

    • Cutting inventory levels

    • Meeting customers' rigorous demand

    • Increasing product reject rates

    • Increasing the amount of time to manufacture products

    Correct Answer
    A. Cutting inventory levels
    Explanation
    Cutting inventory levels is an example of an efficient manufacturing technique because it helps to reduce waste and costs. By minimizing the amount of inventory held, companies can avoid overproduction and ensure that products are only produced when there is actual demand. This not only saves storage space but also reduces the risk of obsolete or expired inventory. Additionally, cutting inventory levels allows for better cash flow management and faster response to changes in customer demand. Overall, this technique helps to streamline operations and improve efficiency in the manufacturing process.

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  • 45. 

    Structured problems align well with which type of decisions?

    • Organic

    • Analogous

    • Nonlinear

    • Programmed

    Correct Answer
    A. Programmed
    Explanation
    Structured problems align well with programmed decisions. Programmed decisions are routine, repetitive, and can be easily resolved by following a set of predefined rules or procedures. Structured problems have clear goals, well-defined criteria, and a limited number of possible solutions. These types of problems can be effectively handled through programmed decisions, as they require a systematic approach and can be solved using established protocols or guidelines.

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  • 46. 

    Which of the following are the two dimensions of environmental uncertainty?

    • Degree of change and degree of complexity

    • Degree of impact and degree of timing

    • Degree of complexity and degree of impact

    • Degree of change and degree of volume

    Correct Answer
    A. Degree of change and degree of complexity
    Explanation
    The two dimensions of environmental uncertainty are the degree of change and the degree of complexity. Degree of change refers to the extent to which the external environment is dynamic and unpredictable. Degree of complexity, on the other hand, refers to the number of components and interconnections within the environment, making it harder to understand and predict. These two dimensions together determine the level of uncertainty an organization faces in its external environment.

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  • 47. 

    If the components of an organization's environment change frequently, the organization is operating in a ________ environment.

    • Constant

    • Stable

    • Dynamic

    • Secure

    Correct Answer
    A. Dynamic
    Explanation
    If the components of an organization's environment change frequently, it indicates that the organization is operating in a dynamic environment. In a dynamic environment, there is constant change and uncertainty, requiring the organization to be flexible and adaptive in order to survive and succeed. This type of environment often presents both challenges and opportunities for the organization, as it must continuously monitor and respond to the changing conditions and adjust its strategies and operations accordingly.

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  • 48. 

    Which of the following statements is true of dynamic and complex environments?

    • A high need for sophisticated knowledge of components exists in such environments

    • The components in such environments are somewhat similar, but are continually changing

    • There are usually few components in such environments.

    • They are characterized by a high degree of predictability of change.

    Correct Answer
    A. A high need for sophisticated knowledge of components exists in such environments
    Explanation
    Dynamic and complex environments refer to situations where there is constant change and a high level of complexity. In such environments, there is a high need for sophisticated knowledge of components because understanding the intricacies and interdependencies of the various elements is crucial for adapting and thriving in the ever-changing landscape. This knowledge helps individuals or organizations navigate through the complexities and make informed decisions to stay competitive and successful.

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  • 49. 

    After identifying the decision criteria that are important or relevant to resolving a problem, the next step in the decision-making process is ________.

    • Implementing the alternative

    • Allocating weights to the criteria

    • Analyzing the alternatives to solving the problem

    • Reducing the number of criteria through the process of elimination

    Correct Answer
    A. Allocating weights to the criteria
    Explanation
    After identifying the decision criteria, the next step in the decision-making process is allocating weights to the criteria. This involves assigning importance or priority to each criterion based on its relative significance in resolving the problem. By allocating weights, decision-makers can prioritize which criteria should be given more consideration when evaluating different alternatives. This step helps in making a more informed decision by ensuring that the most important criteria are given appropriate weightage in the decision-making process.

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